The Competitive advantage was the Variable on Transferring Soft Quality Management Practices to the Firm Performance of the Hotel Business
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Abstract
This research aims to explore: 1. the impact of Soft Quality Management Practices, Competitive Advantage, and Firm Performance outcomes in Hotel Businesses, and 2. the mediating role of Competitive Advantage in connecting Soft Quality Management Practices to Hotel Business Performance outcomes. Conducted among 288 hotel managers from Thailand's northern region, the study employed questionnaire surveys for data collection. Analysis encompassed descriptive statistics, frequency analysis, percentages, means, standard deviations, and structural equation modeling using AMOS and PROCESS software.
The research findings indicate that according to respondents in the questionnaire, the most crucial Soft Quality Management Practices in order of importance are customer focus, employee focus, and high-value leadership. Subsequently, Competitive advantage and Firm Performance follow in that order. The theoretical model aligns well with empirical observations at a good level (χ² = 16.907, df = 12, p-value = 0.153, χ²/df = 1.409, GFI = 0.985, IFI = 0.977, CFI = 0.975, RMSEA = 0.038). Additionally, Competitive advantage partially mediates the relationship between Soft Quality Management Practices and hotel business performance.
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References
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